Chap02 - EMSE-231 Program and Project Management Page: 1...

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EMSE-231 Program and Project Management Page: 1 Department of Engineering Management & Systems Engineering (EMSE) Dr. Abiodun O. Bada aobada@gwu.edu The Manager, The Organization, and the Team Chapter 2
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Page: 2 PM’s Roles Key PM Responsibilities PM Selection Career Management The Parent Organization The Project Team Managing and Leading Overview
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Page: 3 Authority – the power to exact obedience and make decisions to fulfill specific obligations Accountability – being answerable for success and failure (i.e. being liable) Responsibility - the duty or obligation to complete a specific act or assignment Productivity -- a measure of the proper accomplishment of tasks using resources provided. Definitions
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Page: 4 Roles of the PM Facilitator Communicator Virtual PM Meeting Convener Meeting Chair Leader
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Page: 5 Acquisition of Resources and Personnel Dealing with Obstacles and Crises Additionally, the PM must never allow senior management to be surprised—be prepared to give “bad news” Responsibilities of a PM to the Project
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Page: 6 Resources initially budgeted for projects are frequently inadequate Sometimes resource trade-offs are required Subcontracting is an option Project and functional managers perceive availability of resources to be strictly limited Competition for resources CAN turn into “win-lose” propositions between project and functional managers Acquiring Sufficient Resources
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Page: 7 A major problem for the PM is that most people required for a project must be “borrowed” At times, functional managers may become jealous if they perceive a project as more glamorous than their own functional area Typically, the functional manager retains control of personnel evaluation, salary, and promotion for those people lent out to projects Because the functional manager controls pay and promotion, the PM cannot promise much beyond the challenge of the work itself Acquiring and Inspiring Personnel
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Page: 8 One characteristic of any project is its uniqueness and with that come a series of crises: At the inception of a project, the “fires” tend to be associated with resources As a project nears completion, obstacles tend to be clustered around two key issues: Last minute schedule and technical changes Uncertainty surrounding what happens to members of the project team when the project is completed Dealing with Obstacles
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Page: 9 The PM must make trade offs between the project goals of cost, time and performance During the design or formation stage of the project life
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This note was uploaded on 01/02/2010 for the course EMSE 231 taught by Professor Bada during the Fall '09 term at GWU.

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Chap02 - EMSE-231 Program and Project Management Page: 1...

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